Guillaume LENOIR D'ESPINASSE

– Piloting and coordinating the production of FON telecom infrastructures, in a constrained context (service continuity and high operational pressure) – COORDINATING project teams and operational stakeholders (project managers, works supervisors, support functions) – SECURING production: prioritization of critical issues, operational arbitration, degraded situation management – OPERATING THE INTERFACE between the field and management: escalation of blocking points, structuring of operational information, contribution to decision-making – STRUCTURING work methods: clarification of roles, formalization of processes, improvement of operational reporting – CONTRIBUTING to transversal efforts aimed at improving production reliability (operations, IT tools, pre-sales/commercial) Impacts (ongoing): organizational diagnosis of production and formulation of recommendations, team stabilization and operational security.

– National governance of fiber network quality (PFTHD – €3.6 Bn – 18.5 M premises) – STRUCTURING & DEPLOYING the national quality control framework: 80 RIP projects, documentary/GIS/field control grids. – LEADING documentary & field audits: steering of 3 specialized firms, arbitration of rework, quality monitoring. – DEVELOPING data-driven control: internal & external control tools, adaptation of project management tools. – IMPROVING & EVOLVING the GraceTHD model (v3 → v3.1): steering of 10+ working groups, optimization of the model and enriched use cases. – COORDINATING national stakeholders: 5 operators, 2 FTEs trained/supported, regular presentations at expert conferences. Impact: reliability of telecom frameworks, harmonization of national practices, measurable improvement in fiber network quality.

Preparation for the INSP internal competition within the IGPDE (Ministry of Economy and Finance).

– TECHNICO-ADMINISTRATIVE SIMPLIFICATION & TECHNICAL HARMONIZATION of fiber networks (PFTHD — RIP — €3.6 Bn — 18.5 M premises) – HARMONIZING AND OPTIMIZING the GIS modeling of GraceTHD telecom networks (v2 → v3): rationalizing the model, animating 20+ multi-stakeholder working groups, publishing PFTHD recommendations – FACILITATING access to electricity grid supports: co-animating with ARCEP the Enedis working group, monitoring the simplification action plan, contributing to regulatory developments – PILOTING the "Overseas Digital Territorial Continuity" call for projects (€50 M): optimizing administrative and financial management, inter-ministerial collaboration Impacts: perpetuation of the GraceTHD model, simplification of access to electrical supports, optimization of grant application processing times.

– MOA & DEPLOYMENT of departmental fiber network (PFTHD — RIP — 320,000 premises — €200 M) – STRUCTURING public contracting authority for the affermage-concessive DSP: scope, MOA/AMOE/operator roles, decision-making circuits – DEVELOPING AND PILOTING public works and intellectual services contracts (€20 M over 2 years, 40,000 premises), managing third-party network occupation agreements (Orange, Enedis) – ORGANIZING AND EQUIPPING deployment (operator Covage/Altitude Infrastructure): specifications, GIS modeling, creation of GraceTHD format, implementation of EDM and data repository, dashboards Impacts: deployment tools, ramp-up in 18 months, anticipation and reduction of risks.

– OPERATION of fiber networks (PFTHD — RIP — €500k turnover/year — 11,000 premises) | Ineo Infracom mission (ENGIE → EQUANS) – CREATING AND STRUCTURING FttH operations activity for public networks (13 communes, 1,500 active subscribers): scope, processes, indicators – MANAGING operator relationship (Covage/Altitude Infrastructure): pricing, proposals, invoicing, acculturation to operations business and quality of service requirements – ORGANIZING AND INDUSTRIALIZING operational processes: interventions (customer connections, after-sales service, extensions), intervention platform, GIS network repository, steering internal and subcontracting teams (15 people) Impacts: speed and traceability of interventions, improved quality of service.

– PILOTING GSM-R deployment on 23 IDF tunnel sites (critical railway infrastructure) – COORDINATING specialized service providers and managing railway operational constraints (track slots, night work) – ORGANIZING SNCF resources and structuring project teams in a complex technical environment Impacts: intervention planning based on railway constraints.

– URBAN DEVELOPMENT PROJECT MANAGEMENT (ZAC Tigery and Saint-Pierre-du-Perray) – PILOTING external service providers: engineering firms, project management, construction companies in a multidisciplinary team (urban planners, housing, activities) – MANAGING budget forecasting and monitoring for development projects and representing the EPA to local authorities Impacts: finalization of impact study, start of development.

– MOBILE DEPLOYMENT (2G-3G-4G, €1.8 M/year, 150 sites) | Bouygues Telecom Mission – PILOTING deployment in Île-de-France: planning, coordination of milestones, budget/deadline/quality monitoring – COORDINATING 15 internal stakeholders (engineering, operations, network operations) and steering 10 external companies (equipment supplier, project management, PMO, construction companies) – OPTIMIZING processes and escalation/prioritization loops with national teams to reduce site commissioning times for replacement sites Impacts: shortened deadlines on critical swaps, rationalized processes, adherence to milestones, improved coverage.

– REORGANIZATION of the maintenance department for a commercial park (120 stores) and renovation monitoring of headquarters – CREATING a technical asset database and drafting a multi-technical ERP maintenance contract – DESIGNING maintenance monitoring tools and monitoring renovation work at the Rivoli headquarters Impacts: maintenance tooling, contractual repository, improved asset monitoring.

– FTTH DEPLOYMENT Paris Habitat (50,000 premises - OPAC project) – PLANNING subscriber connection campaigns, managing logistics and improving connection quality (RT ticket monitoring, process optimization) Impacts: optimized deployment planning, improved stock management, quality process.